recruitment selec

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RECRUITMENTAND

SELECTION

PROCEDURE INPSUs

(EXECUTIVES)

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TABLE OF CONTENTS

COMPANY PROFILE

BHEL-An OverviewNTPC-An OverviewIOC-An Overview

INTRODUCTION

Recruitment, importance of recruitment,Process of recruitment, sources of recruitment,Selection, process of selection

OBJECTIVE

IMPORTANCE OF THE STUDY

RESEARCH METHODOLGY Sample size, Analysis pattern, data collectionmethod

BHEL- RECRUITING & SELECTION Objectives, process etc.

NTPC-RECRUITING & SELECTION Details of recruitment and selections

IOC-RECRUITING & SELECTION Details of recruitment and selections

INFERENCES & INTERPRETATIONS

In-depth comparison of the three firms, tablesAnalysis, interpretations.

ANEXUIRRE

Questionnaire

APPENDICESBibliography

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COMPANY

PROFILES

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BHEL-AN OVERVIEW

Bharat Heavy Electricals Limited (BHEL) is a Public SectorGiant of Navratna status. It meets the need of a variety ofinfra-structural sectors like Power Generation, Transmission &Distribution, Transportation, Traction Electricals & Controls,Telecommunications and various basic industries. BHEL is the largestengineering and manufacturing enterprise in India in the energy related /infrastructure sector today. It is one of its kinds in India that has been themarket leader in its core business area. BHEL is one of the leading

international companies in the field of power equipment manufacture.The first plant of BHEL was set up at Bhopal in 1956, which signalled thedawn of the Heavy Electrical Industries in India. In the early sixties, threemajor plants were set up at Haridwar, Hyderabad & Tiruchirappalli thatform the core of the diversified product range, systems and services thatBHEL offers today. Thus, BHEL, set up to bridge the gap between demandand supply of power generation, has developed capabilities in design,manufacture, supply, erection and commissioning of power plant equipmentfor thermal, hydro and nuclear power stations.

BHEL manufactures over 180 products under 30 major product groups. Itsproducts have established an enviable reputation of high quality andreliability. The quality and reliability of its products is due to the emphasison design, engineering and manufacturing to international standards byacquiring and adapting some of the best technologies from leadingcompanies in the world, together with technologies developed in its ownR&D centers. BHEL caters to the core sectors of the Indian economy viz.

power generation and transmission, industry, transportation,telecommunication, renewable energy, defence etc.

The liberalisation of the power sector during 1991 had a significant impacton BHEL, which had been operating in a protected economy sinceinception. The company faced challenges of competing with international

power equipments majors like Siemens, GE, ABB, etc. for obtaining orders.

BHEL has a wide spread network comprising 14 divisions, 8 servicecenters, four power sectors regional centers, 18 regional offices, besides a

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large number of project sites spread all over India and abroad, enablesBHEL to be close to its customers and cater to their specialized needs withtotal solution, efficiently and economically. An ISO 9000 certification hasgiven the company international recognition for its commitment towardsquality.

Thus, it is one of the leading public sector companies. With an exportpresence in more than 50 countries, BHEL is truly Indias industrialambassador to the world. In recognition of its record of consistent

profitability over the years the government of India had conferred on itsNAVRATNA status in 1997.

Power Generation

Power generation Sector comprises thermal, gas, hydro and nuclear power

plant business. It posses the technology and capability to produce thermalsets with super critical parameters up to 1000 MW unit rating and gasturbine-generator sets of up to 240 MW unit rating. Co-generation andcombined-cycle plants have been introduced to achieve higher plantefficiencies. To make efficient use of the high-ash content coal available inIndia, BHEL supplies circulating fluidized bed combustion boilers to boththermal and combine-cycle power plants.The power plant equipment manufactured by BHEL is based oncontemporary technology comparable to the best in the world, and is alsointernationally competitive.

The Company has proven expertise in Plant Performance Improvementthrough renovation modernization and up rating of a variety of power plantequipment, besides specialized know-how of residual life assessment,health, diagnostics and life extension of plants.

Power Transmission and Distribution (T&D)

BHEL offers wide-ranging products and systems for T&D applications.

Products manufactures includes:- Power Transformers

Instrument transformer

Dry type transformer

Series-and shunt reactors

Capacitor banks Vacuum and SF6 circuit breakers

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Gas insulated switchgear and insulator.

Industries

BHEL is a major contributor of equipment and systems to industries:cement, sugar, fertilizer, refineries, petrochemicals, paper, oil and gas,metallurgical and other process industries. The range of systems andequipments supplied includes: captive power plants, Co-generation

plants, DG power plants industrial steam turbines, industrial boilers andauxiliaries, waste heat recovery boilers gas turbines, heat exchangers andelectrostatic precipitators, fabric filters, reactors, fluidized bedcombustion boilers, chemical recovery boilers and process controls.

The company is a major producer of large size thyristor devices. It alsosupplies digital distributed control systems for process industries andcontrol and instrumentation systems for power plant and industrialapplications. BHEL is the only company in India with a capability tomake simulators for power plants, defense and other applications.

The company has commenced manufacture of large desalination plantsto help augment the supply of drinking water to people.

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National Thermal Power CorporationAn Overview

NTPC Limited is the largest thermal powergenerating company of India. A publicsector company, it was incorporated in theyear 1975 to accelerate power developmentin the country as a wholly owned companyof the Government of India. At present,

Government of India holds 89.5% of the total equity shares of the companyand the balance 10.5% is held by FIIs, Domestic Banks, Public and others.

Recognizing its excellent performance and vast potential, Government ofthe India has identified NTPC as one of the jewels of Public Sector'Navratnas'- a potential global giant. Inspired by its glorious past and vibrant

present, NTPC is well on its way to realize its vision of being "one of theworld's largest and best power utilities, powering India's growth".

NTPC's core business is engineering, construction and operation of powergenerating plants and also providesconsultancy to power utilities in India andabroad. As on date the installed capacity of

NTPC is 21,249 MW through its 13 coalbased (16,980 MW), 7 gas based (3,955MW) and 3 Joint Venture Projects (314MW). NTPC acquired 50% equity of theSAIL Power Supply Corporation Ltd.(SPSCL). This JV company operates the

captive power plants of Durgapur (120MW), Rourkela (120 MW) and Bhilai (74MW). NTPC is also managing Badarpurthermal power station (705 MW) ofGovernment of India.

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NTPC has set new benchmarks for the power industry both in the area ofpower plant construction and operations. It is providing power at thecheapest average tariff in the country. With its experience and expertise inthe power sector, NTPC is extending consultancy services to variousorganizations in the power business. NTPC has entered into ajoint venturewith Alstom, Germany for renovation and modernization of power plants inIndia.

NTPC is committed to the environment, generating power at minimalenvironmental cost and preserving the ecology in the vicinity of the plants.

NTPC has undertaken massive afforestation in the vicinity of its plants.Plantations have increased forest area and reduced barren land. The massiveafforestation by NTPC in and around its Ramagundam Power station (2100MW) has contributed reducing the temperature in the areas by about 3c.

NTPC has also taken proactive steps for ash utilization.

NTPC believes in achieving organizational excellence through continuousdevelopment of its human resources. Therefore, a comprehensive humanresource strategy spanning activities preceding the pre-employment of

personnel to the activities following their separation is in place.

NTPC has created 18 project training centers, 2 simulator training centersand an apex institute called 'Power Management Institute' (PMI). While the

project training centers have specialized in imparting technical skills andknowledge, PMI places emphasis on management development. Asystematic Training Plan is in place, comprising level-wise plannedinterventions designed to groom people for assuming positions of higherresponsibility, and specific need-based interventions designed afterscientific Training Needs Analysis.

NTPC has been making concerted efforts to build structures and processesthat enable dissemination of knowledge and putting that knowledge to

practical use. One such initiative is NTPC Open Competition for ExecutiveTalent (NOCET), in which teams of executives compete annually throughoral and written presentations on a theme chosen by the CMD. This year,the theme is "Communication: The Key to Managing Change". The event isan excellent source of capturing the knowledge of the employees, and hasgenerated tremendous response.

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Another developmental initiative is the Mentoring system which NTPC hasintroduced for the new recruits. Under this system, every executive traineeis associated with a senior employee of the Company to enable him to buildtheir knowledge base and integrate them into NTPC's culture.A management journal called "Horizon' is published to enable theemployees to share their ideas and experiences across the organization.

As part of enhancing knowledge at senior levels, senior executives of thecompany are put through management development programs in reputedinstitutions like Administrative Staff College of India, the ManagementDevelopment Institute.

In order to systematically and scientifically diagnose the current andpotential knowledge requirements of the employees with the objective of

aiding their development in a planned and scientific manner, NTPC isinstitutionalizing development centers in the company.Through these centers, employees can learn their strengths and weaknessesand gain an understanding of gaps in their competencies.

Organizational learning needs to be on a continuous basis. NTPC, therefore,has fora like Professional Circles and Quality Circles which provideemployees learning opportunities on a continuous basis. Professional circleshave been formed department-wise where employees of the departmentmeet every fortnight to share their knowledge and experiences and discuss

topical issues.

In order to tap the latent talent among workmen and make use of theirpotential for creativity and innovation, Quality Circles were set up in all thedepartments of the power plants. As of now, over 250 Quality Circles are inoperation in various units/offices of NTPC.

NTPC has been laying emphasis on culture-enabling processes. Forinstance, with the objective of leveraging the emotional intelligence of theemployees and for creating a positive and progressive organizationalculture, attitudinal training was initiated. About 2000 executives have been

put through attitudinal training programs.

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Indian Oil CorporationAn Overview

IndianOil Corporation Ltd. (IndianOil) wasformed in 1964 through the merger ofIndian Oil Company Ltd. (Estd. 1959) andIndian Refineries Ltd. (Estd. 1958). It iscurrently Indias largest company by saleswith a turnover of Rs. 1,83,204 crore and

profits of Rs. 4,915 crore for fiscal 2005.

IndianOil is also the highest ranked Indian company in the Fortune Global500 listing, at 170th position. It is also the 18th largest petroleum companyin the world and the # 1 petroleum trading company among the national oilcompanies in the Asia-Pacific region.

The IndianOil Group of companies owns and operates 10 of Indias 18refineries with a combined refining capacity of 60.20 million tonnes perannum (1 million barrels per day). These include two refineries ofsubsidiary Chennai Petroleum Corporation Ltd. (CPCL) and one ofBongaigaon Refinery and Petrochemicals Limited (BRPL). IndianOil owns

and operates the countrys largest network of cross-country crude oil andproduct pipelines spanning nearly 9,000 kilometres, with a combinedcapacity of 60.42 MMTPA.

IndianOil and its subsidiaries account for 56% petroleum products marketshare among public sector oil companies, 42% national refining capacityand 69% downstream pipeline throughput capacity. For the year 2005-06,IndianOil sold 49.61 million tonnes of petroleum products, including 2.09million tonnes through exports.

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IndianOil is the country's largest commercial enterprise - also the first andonly company to cross Rs. 1 lakh crore turnover - with a salesturnover of Rs. 1,19,848 crore (US$ 25.22 billion) and a net profitof Rs. 6,115 crore (US$ 1,287 million) for 2002-03.

IndianOil is the sole Indian presence in Fortune's prestigious listing of theworld's 500 largest corporations, having improved its ranking to 191for fiscal 2002 from 226 the previous year, and is the 17th largest

petroleum company in the world. It has been adjudged Second inpetroleum trading among the 15 national oil companies in the Asia-Pacific region, and is ranked 325th in the latest Forbes' listing of the'Global 500' largest public companies.

IndianOil operates under the aegis of the Ministry of Petroleum & Natural

Gas (MOP&NG), Government of India, with the VISION to be amajor diversified, transnational, integrated energy company, withnational leadership and a strong environment conscience, playing anational role in oil security and public distribution.

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MISSION statement:To achieve international standards of excellence in all aspects of

energy and diversified business with focus on customer delight throughvalue of products and services and cost reduction.

To maximize creation of wealth, value and satisfaction for thestakeholders.

To attain leadership in developing, adopting and assimilating state-of-the-art technology for competitive advantage.

To provide technology and services through sustained Research andDevelopment.

To foster a culture of participation and innovation for employee growthand contribution.

To cultivate high standards of business ethics and Total QualityManagement for a strong corporate identityand brand equity.

To help enrich quality of life of the community and preserveecological balance and heritage through a

strong environment conscience.

Refining

IndianOil controls 10 of India's 18 refineries - atDigboi, Guwahati, Barauni, Koyali, Haldia, Mathura,Panipat, Chennai, Narimanam and Bongaigaon< IndianOil accounts for 41% of India's total refiningcapacity>.

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Pipelines

IndianOil owns and operates India's largest network ofcross-country crude oil and product pipelines of 7,000

km, with a combined capacity of 43.45 MMTPA.IndianOil also operates two Single Buoy Mooringsystems in the high seas off Vadinar coast in the Gulfof Kutch for receipt of crude oil.

< IndianOil owns & operates 76% of India'sdownstream pipeline network.

.

IndianOil reaches Indane brand cooking gas tothe doorsteps of over 32 million households inover 1,985 markets through the country'slargest network of 4,120 distributors.

IndianOil reaches Indane brand cooking gas tothe doorsteps of over 32 million households inover 1,985 markets through the country'slargest network of 4,120 distributors. Thecountry's leading SERVO brand lubricants

from IndianOil, with over 42% market shareand 450 grades, are sold through 8,034 retailoutlets, over 1,300 SERVO Shops (right), anda countrywide network of bazaar traders.

IndianOil has overseas offices in Sri Lanka, Dubai, Kuala Lumpur andMauritius to coordinate business activities. It has also set up subsidiaries inMauritius and Sri Lanka for implementing business expansion projects.

SERVO lubricants are being exported to Dubai, Nepal, Bhutan, Kuwait,Malaysia, Bahrain, Indonesia, Sri Lanka, Kyrgyzstan, Mauritius,Bangladesh, etc.

Linear IntegrationE&P: Focus on acquiring equity oil & gas in India and abroad, IndianOilwas awarded two exploration blocks in Bombay Offshore and Ganga Valley

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under NELP-I (New Exploration Licensing Policy of the Government ofIndia) in partnership with ONGC (Oil & Natural Gas Corporation Ltd).Another consortium of Indian companies partnered by IndianOil wasawarded eight exploration blocks under NELP-II. The IndianOil-ONGCcombine has also been awarded two blocks in the first round of bidding forexploration of coal bed methane. The combine has also pre-qualified by the

National Iranian Oil Company and Kuwait Petroleum Corporation fordeveloping oil fields in Iran and Kuwait respectively.

LNG: IndianOil is one of the co-promoters of Petronet LNG Limited (PLL),set up to import and market LPG in India. IndianOil will market 2 MMTPAof LNG from PLL's terminals at Dahej and Kochi on the West Coast to beready by the end of 2003.

Petrochemicals: Projects are under implementation for production of

paraxylene, purified terephthalic acid, butene-1, linear alkyl benzene, etc.

IndianOil is also contemplating acquisition of existing petrochemical units

for expanding product portfolio.

Power: IndianOil Panipat Power Consortium Ltd., a joint venturewith Marubeni Corporation of Japan, is setting up a 360 MW IGCC(Integrated Gas Combined Cycle) power project based on raw

petroleum coke from IndianOil's Panipat Refinery.

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INTRODUCTION

TORECRUITMENT

ANDSELECTION

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INTRODUCTION

One of the main objectives of an organization is to obtain the right

number and kinds of people, at the right places and at the right time, whoare capable of performing tasks that will help the organization inachieving its objectives.Manpower planning is a strategy for: -

(A) Procurement (B) Development;(C) Allocation (D) Utilization of manpower resource of an

organization.

RECRUITMENT:

Recruitment means listing of a number of candidates for any job in theorganization so as to select the best person from among them.Recruitment follows manpower planning.

MANPOWER PLANNING

RECRUITMENT

A detailed survey of internal manpower resources of the organizationwill lead to an assessment of the deficit or surplus of personnel fordifferent types of jobs during the period covered by manpower planning,after taking into consideration decrease in work force arising fromretirement, likely deaths, ill-health, resignations; and any increaseto bemade therein in view of expansion plans or growth patterns of theorganization.

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The above diagram depicts the various reasons of deficit and surplusor increase and decrease of manpower resource in an enterprise. Thehuman resource department has to identify these reasons and cancalculate the right number and type of human resource required in anenterprise. The existing workforce may be classified according to

(A) Age, so as to know how many of the present employees are nearing

retirement(B) Skills, so as to determine the shortage or excess of personnel

according to the degree of skills required for different jobs.

Resignationor dismissals

Deaths

Retirements

Promoted out

to other unit

Transferredto other units

Newlyselected

Promoted infrom other

unit

Demoted infrom other

unit

Transferredin from other

units

INFLOW AND OUTFLOW OF PERSONNEL

HUMANRESOURCE OF

ANY UNIT IN ANORGANISATION

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Based on the above, a suitable recruitment plan may be designed for theorganization. The next step is to consider the sources from which new

personnel have to be recruited.

SOURCES OF RECRUITMENT:-

The sources of recruitment can broadly be divided into two categories,namely, INTERNAL SOURCES and EXTERNAL SOURCES.

INTERNAL SOURCES

Promotion: - Promotion of an employee always results in increase inresponsibilities, authority, salary and status of an employee concerned. Itis generally a reward for outstanding performance or because theorganization desires to utilize an individuals skills and abilities in a

better way.

Transfer:-Transfer of an employee from one position to another doesnot always result in any change in the nature of his duties,

responsibilities, authority, salary or status. However, it may significantlyaffect the efficiency and morale of the employee, depending on the typeof environment where he has been transferred.

Employee referrals: - Employees working in an organization may also

be the source of recruitment. People who are known to andrecommended by employees may be safely selected for the job in theorganization. An advantage of persons selected trough this source is thatthey will be loyal and dedicated to the organization. For any lapse or

indiscipline on their part the employees who recommended their namescan be held responsible. But it may lead to favoritism, nepotism and in

breeding.

Job posting: - Vacancies can be made open for all employees orselected section or department of employees of an enterprise by placinga notice on notice board giving information about the post vacant. All

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those employees who feel themselves suitable and capable of meetingthe post requirements can apply for it.

Internal sources have many advantages and disadvantages to its name.

Advantages:

1. It promotes morale and loyalty on the part of workers since theyknow they can advance in their careers

2. It reduces the cost of hiring and training of new employees

3. It ensures stability in the organization due to continuity ofemployment.

4. The employees who have been promoted or transferred do not need tobe familiarized with activities and requirement of the organization.

Disadvantages:-

1. The existing employees may not fit for the activities andrequirements of a new job. They may be too senior in age or lack

necessary abilities and skills.

2. It may lead to in-breedingbecause the persons who are promoted ortransferred, follow in the footsteps of their predecessors, and deny theorganization the benefit of a fresh outlook of persons from outside.

3. It may deny deserving new person an opportunity to work for growthof the organization.

EXTERNAL SOURCES:-

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An organization may tap any number of external sources to fill in itsvacancies of personnel. Important among these sources are as follows:

Advertising: It is the widest spread source of externalrecruitment. It may be done by the organization itself or through someagency. Newspaper, trade journals, radio, televisions etc are good mediato advertise for recruitment of skilled and professional workers. Themedia and the contents of the advertisement should be selected keepingin view the persons to be reached and the cost. While the details ofvacancy for blue collared jobs (requiring manual skills) may be listed onthe notice board outside the factory gate or advertised in localnewspapers and for managerial and administrative personnel areadvertised in national newspapers and periodicals.

Personnel Consultants: - Consulting firms act asmiddlemen between applicants and the enterprise. They are specializedagencies which, after receiving requisitions from the client companies,advertise the job description in leading national newspapers and

periodicals without disclosing the names of client companies.Applications received from the candidates are duplicated and passed onto employees. Sometimes,

such firms themselves screen, interview, and select the candidates and,for a specialized period, also stand surety as regards their suitability forthe positions concerned.

Jobbers and Contractors: - It is quite common to engagejobbers and contractors to supply workers for vacancies which are of acasual nature, r which my be filled at the factory gate itself. In factwhere the workers have to be hired at a short notice and without goingthrough the usual selection procedure, jobbers and contractors serve asan ideal and economical source.Jobbers and contractors maintain close links with small towns andvillages which offer a ready and plentiful supply of unskilled workers.They also, sometimes at their own expense, bring workers to the place ofwork.

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Employment Exchanges:-They are set up by theGovernment to bring together people who are in search of employmentand the employers who are in the look-out for workers. They register thenames of the persons who require help in finding job. The employers

intimate to them the vacancies occurring in their organization.Employment exchanges are of great help in recruiting persons fortechnical and clerical jobs.

Educational institutions:-Schools, colleges anduniversities also offer opportunities to employers to recruit studentsfreshly passing out of these institutions. Many of them run employment

bureaus to assist employers in their recruitment effort. However, they

can only provide young and inexperienced workers, for which reasonthey rank much lower in the employers list of sources of recruitment.

Field trips: - The enterprise may send out teams of experts todifferent towns and cities (even villages) where the kinds of personnelneeded by it may be found. But in this case, it becomes necessity to givewide publicity to the dates, venue and time when such teams wouldinterview candidates at different places.

Unsolicited applicants: - These are persons who eithergather at the factory gate to serve as casual workers or reach theemployers by letter, telephone, or in person, with request forappointment against a real presumed vacancy.

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Evaluation of external sources of recruitment:

Advantages:-

1. Wider choice: Selection from external sources facilitates the choiceof personnel from among a number of applicants. The enterprise canweigh the plus and minus points of all the candidates and then selectthe best.

2. Fresh outlook: The enterprise benefits from the freshness of outlookand approach of personnel selected from external sources. This is

because they are without any in-built preferences and prejudices,common in the case of personnel selected internally.

Disadvantages:-

1. Expensive: Advertising in the press, holding of written tests andpersonal interviews, and payment to consultants cost the enterprisehuge sum of money. The training and learning by trail and errorinvolves considerable expense and waste of time. Even induction and

orientation programs also cost high.

2. Heart burning among old employees: Any person chosen fromexternal sources causes heart-burning and demoralization among theexisting employees, particularly if he deprives them if a coveted job.

3. Danger of maladjustment: If a person chosen from an externalsource fails to adjust himself to the working in the enterprise, he mayhave to be shunted out. This means there will be yet moreexpenditure on looking for a replacement.

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SOURCES OF RECRUITMENT

Internal Sources External Sources

Transfer Promotion DemotionsLay-offs

Advertisement Personalconsultants

Jobbers orcontractors

Presentemployees

Field trips

EducationalInstitutions

UnsolicitedApplicants

The various sources of recruitment in anorganization

EmployeeReferrals

JobPosting

EmploymentExchange

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SELECTION

The selection process begins after the organization has received desirednumber of applications through one or more sources of recruitment. Itinvolves a careful screening and testing of applicants so as to select the bestand the most promising from among them.

In this sense it may be said while recruitment is a positivefunction, in thesense that it seeks to induce as many persons as possible to apply for jobs inthe enterprise, selection is a negative function because it aims at eliminatingor weeding out those applicants who are not found suitable for one reasonor another.

Generally, the selection procedure consists of several stages, importantamong which are as follows:

SCRUTINY OF APPLICATIONS:Every person who applies for a job may not possess the prescribedqualifications or experience. Candidates with insufficient qualifications orexperience should therefore be eliminated from the list of those to be called

for the next stage of selection procedure.

PRELIMINARY INTERVIEW:A preliminary interview seeks to ascertain whether the candidates areapparently suitable, both physically and mentally, for the positions appliedfor. Questions put to a candidate during such an interview are of a generalnature. They are concerned with his qualifications, experience, interests, ageetc. Some employers even do not do that, they call the candidates only tosee and size them up.

TESTS:Tests are aimed at measuring such skills and abilities in a worker whichwould help in performing his job well. They serve as an important tool in

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evaluation of an applicant. These are done to know the behavior and traitsof the applicants. Tests are of the following types:-

Ability test: - It is aimed at measuring the existing knowledge,abilities and information possessed by a candidate. For example, forselection of a person for the post of finance advisor, knowledge of theoperations performed banks, knowledge about taxes, stock markets,interest payments etc. is necessary. Some examples of ability test areChicago test and IQ test.

Aptitude test:-These are aimed at measuring the applicantspotential for future development. They seek to find out if a person hasthe latent capacity or ability to learn a given job quickly andefficiently. Some of the basic aptitude tests are WAIS-vascular adultidentification scale and GATB General aptitude test battery.

Personality test: - In this the persons behavior, personality traitsare evaluated. TAT-Thematic appreciation test, WAT-Wordassociation test, Theo-test (a particular situation is created or given

and candidates view on it is evaluated.

Interest tests: - To know the persons interest, these tests areconducted. These help in the placements, as suiting environment istried to be given to the selected candidates. Kuder test is one of theinterest tests. The main aim is find out what kind of work excites thecandidate and gives him maximum satisfaction and contributes his

best to the enterprise.

ADVANTAGES:

1. Assessment of suitability of candidates: Test provide a good basis formeasuring a candidates suitability for a given job.

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2. Verification of facts: Claims made by a candidate in respect of hisqualifications, experience, etc, can be properly check through tests.

3. Objective assessment: Tests eliminate the possibility of personalpreference or prejudice concerning any candidate. They provide an objectivemethod of determining his suitability for a given job.

4. Establishment of standards: Tests help in establishing standards of jobperformance.

DISADVANTAGES:

1. Unreliable: Tests are not reliable indicator of the skill and ability of acandidate.

2. Liable to abuse: Dishonesty on the part of employees responsible forconducting the tests may produce misleading results. In such a case, highlyqualified and experienced candidates may be rejected, and less qualified

persons may be selected.

3. Unfair to some: candidates coming from socially or economicallybackward sections of society may not be able to face the test as confidentlyas those belonging to privileged sections. Thus, tests can sometimes lead todiscrimination between one candidate and another.

4. Fear of exposure: Some individuals, however qualified andexperienced, may not like to be subjected to the rigors of a test. They maykeep away from tests thus denying the enterprise the benefit of their abilityand competence.

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Thus the types of tests conducted can be represented as follows:

INTERVIEW:

An interview is a formal consultation to evaluate the aptitude, training, etc.of a prospective employee. It is a face to face, observational and personalappraisal method to evaluate a candidate for any job. In any interview, theinterviewer is generally in a dominant position.To be effective, the questions to be put to the candidates should be plannedin advance, and the candidates should also be put to ease to draw out the

best in them.

Kinds of interviews: Interviews may be of various kinds, important

among which are as follows:

Direct interview: This type of interview is a brief but straight-forward, face-to-face question-answer session between the interviewerand the interviewee. However, in such an interview, it is not possible tomake an in-depth observation of a candidates ability, skills,characteristics or attitudes.

Indirect interview: Under such an interview, direct or straightquestions are not put to the candidate. He is only encouraged to expresshis views on any topic of his liking. The purpose is to know which issuesare considered by him to be important for discussions and how he ratesthe enterprise and the job applied for by him. The interviewer in such aninterview is a patient listener, neither interrupting the candidate norexpressing any opinion or judgment of his own.

Kinds of tests

ABILITY

TESTPERSONALITY

TEST

APTITUDE

TEST

INTEREST

TEST

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Patterned interview: During this method, a number of standardquestions to be put to a candidate are framed in advance. Ideal answersto these questions are also determined beforehand. Then, the answersgiven by the candidates are checked with the ideal answers so as to

assess his suitability for the job in question.

Stress interview: During stress interview, the interviewer deliberatelycreates a situation that subjects the candidate to considerable stress andstrain. The purpose is to know how the candidate will react to such asituation. For example, while interviewing a candidate for the post of asalesman , the interviewer may assume a role of a customer andchallenge the candidate to convince him to buy it, or the interviewermight not react to the candidates reply or react very strongly creating astressful environment.

Systematic, in-depth interview: It is planned in advance. Theinterviewer plans the questions to be asked on a particular subject.During the interview, he proceeds step by step and at the end correlatesthe answers so as to get an integrated view of the skills and personalityof a candidate.

Board or panel interview: During a board interview, there may betwo or more interviewers to put questions to a candidate. Each

interviewer is assigned an area from which he has to choose hisquestions. For example, one interviewer may ask questions oncandidates educational background, another on his professional skills,yet another on his interests and aptitudes and so on.

Group interview: Under this method, a number of candidates areinterviewed simultaneously. A question or a problem situation is posed

before them and each candidate is asked to participate in the discussionthat follows. It is on the basis of a candidates performance during this

group discussion that he is selected or rejected. This method is alsocalled thehouse party technique of interview.

Walk in interview: In this kind of interview anyone is free to comeand take the interview. This interview gives opportunity to everyonewho thinks himself capable enough for the job to try for it. Date, venueand time are specified for the interview for candidates beforehand.

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The organization may choose any of the above stated interviews duringtheir selection procedure according to its policies and convenience. Eachand every interview has its pros and corns to its name. Interviews alsodepend upon the post for which recruitments are to be made. For e.g. for theselection of salesman in the firm stress interview will serve the purpose bestas it will prove how well the candidate survive under pressure or situationcreated by the interviewer.

CHECKING REFERENCES:

It is customary to ask the candidate to provide some references, i.e., namesof the persons who may be approached for the purpose of verification of the

INTERVIEWS

DIRECTINTERVIEW

WALK-ININTERVIEW

INDIRECTINTERVIEW

PATERNNEDINTERVIEW

GROUPINTERVIEW

STRESSINTERVIEW

PANELINTERVIEW

IN-DEPTHSYSTEMATICINTERVIEW

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claims made by the candidate as regards his skills, experience, character andability. A letter of recommendation or a statement of qualifications andqualities of the candidate given by someone familiar to him is also called areference.Verification of references might prove quite rewarding in some cases. Thisis because some candidates may provide incorrect information as to thedates of their previous employment, job title, past salary, or reasons forleaving a prior position. Reference, if properly pursued, can point out suchdiscrepancies.

However, this exercise may not always produce the desired results because:

(a) no candidate will cite the name of a referee who might speakunfavorably about him;

(b) the referee may not always respond;(c) Due to a prejudice the referee may deliberately speak against

the candidate.Checking references may be done by mail, telephone or a personal visit; ofthese a personal visit is the best method as by conversation much usefulinformation can be drawn.

MEDICAL EXAMINATION:

For the jobs that prescribe certain physical standards as to height, weight,eyesight, hearing, etc., a medical check-up prior to placement of thecandidate becomes necessary. Selection in the armed forces or civilservices, for example, is finalized only after the candidate concerned has

been found fit in the medical examination.In most of the private concerns too, candidates who are otherwise foundsuitable have to clear a medical fitness test so as to see that the candidatewill be able to serve the organization fully or for an adequate period of timeor not.But it needs to be remembered that medical check-up is an aid to selectingemployees who, besides fulfilling the requirements as to abilities and skills,

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also possess necessary physical characteristics. In other words, medicalexamination should not be used unfairly to reject an otherwise suitablecandidate.

PLACEMENT:

Placement is placing the right person at the right place at the right time. Ofthe entire selected people one suiting the best to a particular post is placed.For example four marketing managers are selected one having the bestknowledge about the northern region should be placed in northerndepartment and not in the southern or eastern department for best results.Placement is a very crucial part of selection as all the success of the whole

procedure depend on this stage, any wrong decision can fail the wholepurpose of selection.

INDUCTION:

The final step of procurement is orientation or socializing or induction. Thenewly selected personnel are introduced to their environment, working

procedure. They are also informed about their seniors i.e. whom they have

to report to, whom to give instructions and orders i.e. their subordinates,their peer group or co-workers. He is also made aware of the rules andregulations practiced in the organization. General practices followed generalnorms followed by existing employees are also told. Induction training canvary in time period as it depend upon the size of the organization, post ofthe newly selected employee, amount of personnel he is going to work withand many more aspect.

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GENERAL VIEW-POINT

THIS IS THE GENERAL PROCEDURE OF SELECTION PRACTICEDBY MOST OF THE COMPANIES, HOWEVER THERE CAN BECHANGES OR VARIATIONS DEPENDING UPON THE POLICIES ORPROCEDURES OR REQUIREMENTS OF THE CONCERNEDORGANIZATION.THE WHOLE PROCEDURE CAN BE DEPICTED BYTHE SUCCEEDING DIAGRAM, WHICH SHOWS THAT AT EACHSTAGE NUMBER OF CANDIDATES GET REDUCED AND FINALLYTHE BEST CANDIDATE IS CHOOSEN.

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Sele

ct

APPLICATION

SCRUTINY OF APPLICATIONS

TESTS

INTERVIEW

MEDICAL

SCREENING OF APPLICANTS

REFRENCES

33

SELECTION PROCEDURE


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OBJECTIVE

The main aim of the research is to compare the recruitment and selectionprocedures of the public sector organisations in India and draw out

similarities and differences based on the outcome. While doing so we willget an in-depth knowledge about the criteria and the policies PSUs followwhile recruiting the best among the vast and competent human resourceavailable.

The research is based on the recruitment and selection policies andprocedures adopted in three of the best PSUs in India i.e. BHEL, NTPC andIOC.The objective of the research on The recruitment and selection procedures inthe PSUs of India will be seeked by knowing how these public sectororganisations recruit and select the best talent available.The research also throws light on some of the important debates in the fieldof HR like should we recruit from internal sources or the external one?,should there be induction programme and if yes how should it beconducted and for how long?. The research seeks to answer these debateswhich come up while an organisation has to recruit the best from an internalsource of 106 billion creative minds.The research will also help us in drawing some facts on the common

practices in the industry while recruiting and selecting employees.

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RESEARCH METHODOLOGY

A Comparative methodology is adopted to bring forth the similarity and

difference in the trends, method and procedures employed by three well-recognized and renowned PSU (Public sector unit) organization forrecruiting and selecting personnel for their EXECUTIVE posts.

Three organizations are:

BHEL - BHARAT HEAVY ELECTRICALS LIMITED.NTPC - NATIONAL THERMAL POWER

CORPORATION LIMITED.

IOC - INDIAN OIL CORPORATION.

Sample size-THREEFor the stated purpose company manuals, annual reports and questionnairecame to use. A common questionnaire was prepared and was forwarded tothe concerned authority in the three organizations for replies. Thus the datacollected is both from Primary (replies from authoritative people) andSecondary sources (company manuals, annual reports etc.)These replies and information from other sources are combined to draw

conclusions and interpretations regarding each firms selection procedure.The report will also show the differences and similarities through statisticalmethods like tables bar graphs and charts.

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BHEL SELECTION PROCEDURE

OBJECTIVES OF SELECTION:

1) To plan manpower requirements and budgets the human resources withnecessary qualifications, skills, aptitude, merit, suitability in accordancewith organization requirements.2) To ensure the company attracts and retains the best of personnel in eachof the areas of functioning.3) To focus on the placement of employees in the jobs to which they are

best fitted physically, mentally and temperamentally.4) To adapt to and fulfill the socio-economic commitments of the

government to the unfortunate/ minority.5) To systematically build up a model system for the guidance of andemulation by the enterprise both in public and private.

MODE OF RECRUITMENT:Unskilled, semi-skilled and supervisory group:All posts in this group to be filled by outside recruitment are notified to the

appropriate Employment Exchange in the manner as provided in therelevant act and orders issued from time to time. Other sources ofrecruitment are drawn upon only when the employment exchange(s)indicate their inability to sponsor candidates. In such an event anadvertisement is issued in the leading daily newspaper.

SOURCES OF RECRUITMENTa) From open market through advertisement in the press.

b) From employment exchanges as per the provisions of theemployment exchanges

c) By considering departmental candidates possessing the specifiedrequirements

d) From reputed engineering/management institutes through campusinterviews

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e) By absorption of the deputations from the Central/State governmentand other public undertakings.

f) From the pool of technical/professional personnel maintained by theN.C.S.T. and other governmental agencies.

g) By making references to recognized associations and agencies whomaintain restores of suitable persons in different skills andspecifications for the promotion of the interest and welfare.

h) Recruitment of specialists to stop brain drain or to repatriate themfrom foreign countries.

i) Any other source as approved by the competent authority inexceptional cases.

PREFRENCES IN RECRUITMENTIt is the endeavor of the company to help the government into achieving itsobjectives in respect of upliftment of the socio-economic status of those

belonging to weaker sections of the society.

Individuals whose land are acquired for setting up the BHEL projects andwho are consequently deprived of their livelihood are given dueconsiderations in employment in terms of the government of India ordersissued in their regard.

A dependent of a deceased employee is eligible for special consideration forappointment in the company against vacancy in preference to others.

It is a social obligation of the company to provide as much employmentopportunities as possible to the unfortunate sections.

PROCEDURAL DETAILS

Procedure for advertisement where recruitment has to be done from theopen market, an advertisement is issued in the leading, daily newspaper onthe local or national scale.

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- The layout of the advertisement and the information containedtherein are as per prescribed from time to time.

- The job title, job summary, qualifications and experience are inaccordance with the approved job specifications.

- Age restrictions and special relaxations if any.- The pay scales and allowances, prerequisites admissible and

number of posts are mentioned.- The number of posts reserved for schedule caste and ST are

clearly mentioned.- No application fee is required to be collected from the

candidates applying in response to an organization.

EXECUTIVE/Sr.EXECUTIVE CADREThe sources for posts in there cadres may be decided by the competentauthority depending on the requirements of the posts. Normally anadvertisement is issued in leading daily newspaper on an ALL-INDIA basisto tap fully the potential available in the open market. A notification is sentto DGE with a request to sponsor suitable candidates if any registered ontheir roster. However where the job is of a specialized personnel, thecompetent authority may decide to fill up the posts by persons ondeputation from central/state government.

TRAINEES/APPRENTICE:They are recruited under the provisions of the APPRENTICE ACT and ascontemplated in the approved yearly manpower budget and recruitment

plans. The types of trainees to be recruited are of the following types:-

1) Engineer/Executive trainees

2) Supervisory trainees3) Artisan trainees4) Commercial Apprentice

The recruitment of Engineer/Executive trainees is done centrally andcoordinated by corporate office based on the requirements ofUnits/Divisions accumulated from the approved manpower budget.

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SELECTIONConstitution of selection boards:Selection boards are constituted by the appointing authority/personnel headsto conduct tests/interviews and to select candidates for appointment to any

posts in the company from among those called for such tests and interview.Selection to posts in the senoir executive cadre and other common executivecadre are conducted by the selection board constituted for the purpose bycorporate office.An officer belonging to SC/ST is associated with the selection board if theselection, interalia, is for recruiting candidates belonging to SC/ST also.

CENTRAL RECRUITMENT COMMITTEEAll places where there are more than one unit/Division of the company,centarl recruitment committee, consisting of representatives of these threedivisions is constituted to conduct recruitment and selection to categoriescomon to these divisions.

APPOINTMENTS:Appointments offers:An offer of appointment is issued to the the selected candidate in the

prescribed format. This is signed by the Appointing Authority/or the officerto whom the power is delegated in tis behalf.

JOINING TIME:Normally a person to whom an offer of appointment has been made isexpected to join the services of the company within 30 days from the dateof issue of appointment offer.

MEDICAL FITNESS:

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Every candidate to apost in the company is required to undergo a medicalexamination by the companys Medical officer at the time of appointmentsand is required to satisfy the medical fitness standards prescribed for the

post.It does not apply to an internal candidate of a company who hasalready been medically examined.

REFRENCE CHECKS AND ANTECENDENTS

VERIFICATION:In order to ensure that the character and antecedentsand previous work

background of the candidate proposed to be appointed are such as notrender him unsuitable foe appiontment in the company.

JOINING FORMALITIES:Appointees to regular scales of pay, on joining the company to take upappointment are required to report to the HEAD of the PersonnelDepartment of the unit concerned and furnish such documents as arerequired by them.

SENIORITY:Seniority on appointment is strictly asper the merit list drawn up by theSelection committee. After a candidate is inducted into the organisation heis given a seniority status via-a-vis his existing colleaues in the companyafter a due consideration of his experience.

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NTPC-SELECTION PROCEDURE

NTPC do involve in recruiting activites of exectives

TRAINEES/APPRENTICE:

They are recruited under the provisions of the APPRENTICE ACT and ascontemplated in the approved yearly manpower budget and recruitment

plans. The types of trainees to be recruited are of the following types:-

1) Engineers/Executives (Trainees)

2) Specilist Doctors3) Engineers(IT/IT-COMM/Electrical/Medical/C&I)

SELECTIONConstitution of selection boards:Clearance for recriutment is taken from the highest authority CMD(Chiefmanaging director) for executive level posts, In other cases theDirector(HR) is the appointed authority.

MODE OF RECRUITMENTThe company is entitled to use both the internal as well as the externalsources for recruitment perpose. The specified sources are as follows:

INTERNAL SOURCES:PromotionTransfer

EXTERNAL SOURCES:Fresh recruitmentCampus recruitmentAdvertisements

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SELECTIONConstitution of selection boards:Clearance for recriutment is taken from the highest authority CMD(Chiefmanaging director) for executive level posts, In other cases theDirector

(HR) is the appointed authority.

PREFRENCES IN RECRUITMENTThe organisation does not grant any special prefrences to the candidates, theonly criteria for selection is MERIT.

Reservations are made for the SC/ST candidates who are recruited by

specially appointed committee.

TESTS FOR RECRUITMENTThe candidates are made to go through various kinds of tests to tests variousaspect of their personality and to test their calibre for e.g. attitude, skills,knowledge etc. the various tests conducted in NTPC are as follows:

1. Written tests2. Aptitude tests3. Psychometric tests4. Personality tests

Particulars Criteria/parmeters Duration

Written tests For E(T)s Technical aptitude, 2 hrsAbilty to express

Group discussion Handling situations, expressions 20-30min

Interview Attitude,General awareness 15-20min

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SELECTION COMMITTEEThe selection committee is carefully formed with a Chairman of a seniorlevel, retired executive of the level of CMD of a PSU/Government/Ex-drector of NTPC/PSUs etc.

Representatives from Inducting Department.SC/ST representatives.Representative from HR department.Experts in the area of recruitment and selection.

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INDIAN OIL COORPORATIONSELECTION PROCEDURE

SELECTIONIOC has divided its executive posts into various levels and has appointedgrades for same. Grades are given from A to I (9) on the basis of minimumqualifications required and job specification. Recruitment is done at only atthe lowest level i.e. grade A in which they invite fresh blood and for higher

posts/grade are promoted internally.Recruitment is done once in two years and on an average 350-360 intakesare made for all levels i.e. engineering, medical, human resource, financeetc.

MODE OF RECRUITMENTBoth modes of recruitment are implemented by the organisation i.e. internaland external methods

INTERNAL SOURCESPromotionsTransfers

No employee referalls at all.

EXTERNAL SOURCESCampus recruitmentIITs, IIMs,Punjab engineering college(chandigarh), VadhavpurUniversity(Kolkata), Symboises(Pune), IIT(Jamshedpur), ThaparInstitute, BITs(Pilani).

AdvertisementsIn National/leading newspspersEmployment news

Website

Personnel consultants/AgenciesConsiders ACE consultants

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Conducts an all India recruitment.

SELECTION COMMITTEE

Approval is taken by the Director(HR) for each level of recruitmentThe board consists of the Ex-director,ex-chairman, ex-executives, directors+ General Manager(HR) and other executive directors of the company so asto gain the expertise and experience and also to gain cost effectiveness.

PREFRENCES IN RECRUITMENTReservations are kept for the SC/ST group and other unpriviliged class as perspecifed norms laid down by the government

TESTS FOR RECRUITMENTVarious employment tests are conducted amongst them are:* Written test: - written test are conducted mainly for the campusrecruitment as well as for the All India recruitment.* Aptitude test* Group discussions

WRITTEN TEST It is a 2 part general aptitude 2hrstest concerned with disciplinetests. The person has to clear

both sections.

GROUP DISCUSSIONS - Personality 30-40 min- Communication skills

-Leadership qualities-Motivational skills-Team orientation state

Also conducts GT (Group taste) in which they create an artificialenvironment to ask the trainees to solve the recommended solution.

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INTERVIEWS Professional competencePersonality traitsEmotional stability

INDUCTIONInduction training is given to executives for 12 weeks.

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TABULAR REPRESENTATION OF RECRUITMENT AND

SELECTION PROCEDURE OF THE THREE ORGANIZATIONS:-

BASIS OF

DIFFERENTIATION BHEL NTPC IOC

No. Of Recruitmentper annum

250 250 180

Sources of Recruitment

EXTERNAL SOURCE

ADVERTISEMENT Leading

newspapers

Employmentnews

Websites

Local journals

CAMPUSRECRUITMENT

AGENCIES&CONSULTANTS

UNSOLICITEDAPPLICANTS

FRESHRECRUITMENT

OTHER SOURCE

BASIS OF

YES

YES

NO

NO

NO

YES

YES

NO

NO

As Decided ByThe CompetentAuthority

BHEL

YES

YES

YES

NO

NO

YES

YES

NO

YES

As Decided ByThe CompetentAuthority

NTPC

YES

YES

YES

YES(OwnWebsite)

NO

YES

YES

NO

NO

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DIFFERENTIATION

INTERNAL SOURCE

TRANSFER

PROMOTION

EMPLOYEE REFFRALS

DEPUTATION

YES

YES

NO

YES

YES

YES

NO

NO

IOC

YES

YES

NO

NO

APPROVAL BY CMD CMD,Dir(HR) Dir(HR)

POSTS FORINTAKES

- EngineerExecutive

trainees- Supervisorytrainees- Artisantrainees- Commercialtrainees

- Engineer

Executivetrainees- Specialistdoctors- Engg(IT/IT-COMM/Elec/Medi/ C&I)

-Engineermedical,HR,finance,boiler, operationalengg

PREFRENCESQuota forSC/ST

candidates

Only on meritReservations forSC/ST

candidates

TESTSWritten testsAptitude tests

Written testsAptitude testsPsychometrictestsPersonality tests

Written testsAptitude testsGroupdiscussionsGroup taste

CONSTITUTIONOF BOARD

Personnel

HeadsOfficer

belonging toSC/ST

ChairmanEx-Dir. Of

NTPC

Reps.frominduction deptt.SC/ST rep.Reps of HRdeptt.Experts

Ex- DirectorsEx-chairmanEx-executivesDirectors +GM(HR)Executives +directors ofCompany

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BASIS OF

DIFFERENCE

PLANRECRUITMENTBUDGET

BHEL

YES

NTPC

YES

IOC

YES

INDUCTIONTRANING

1 year

E1 Level- 6monthsE2 Level- 1month

12 weeks

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0

50

100

150

200

250

BHEL NTPC IOC

NO.OF

RECRUITMENTS

NUMBER OF RECRUITMENTS MADE PER ANNUM

This chart shows the number of recruitments made is quite high with anapproximate of 225 recruitments in each of these three firms which interpretthat for selecting the best candidates a very large number of candidates arescrutinized as it provides the organizations with wider choice with talentand capabilities. Recruitments are done on an All-India basis so as to get the

best available talent from the whole country.

0

1

2

3

4

5

BHEL NTPC IOC

EXTERNAL SOURCES

INTERNAL SOURCES

SOURCES EMPLOYED FOR RECRUITMENT

The above printed graph shows the number of sources considered by thethree organizations for recruiting candidates both the internal as well asexternal sources. It proves that organizations have more options and wider

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choice in external sources of recruitment as compared to the internalsources of recruitment. Another fact that comes forward is that theorganizations do not consider employee referrals as a good option ofrecruitment and thus eliminate the doubt of nepotism and favoritism fromthe organization.

0

1

2

3

4

BHEL NTPC IOC

NO. OF TESTS

CONDUCTED

NUMBER OF TESTS CONDUCTED BY THE ORGANISATIONS

The graph shows the number of tests conducted by the firms beforeselection of the best personnel. This depicts that all the three firms paysadequate attention towards conducting various types of tests so as toadequately check the merit, capability and ability of the recruited personnelin the firm. NTPC pays more emphasis on the personality of the candidate

by taken tests like: psychometric test and personality test whereas IOC paysattention on team spirit and group behavior as it conducts group discussionsand group taste tests. BHEL whereas pays attention on candidates workingand acquired knowledge and skills

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0

0.2

0.4

0.6

0.8

1

BHEL NTPC IOC

Personal Heads

SC/ST Representatives

Ex-chairmans,directorsetc.

Experts

CONSTITUTION OF SELECTION BOARD

As depicted all the firms form selection boards for selection. As it can beseen the common aspect of all three organizations are the involvement ofSC/ST representatives who look after the selection of SC/ST candidates as

per the policies laid down by the government and involvement of personnelheads. In addition firms also value the experience of ex-chairmen, directorsand other high post official for the stated purpose that by their pastexperience develops that eye which can tap down the required personnel.

Organizations can also rely on experts of the various fields who haveknowledge of the area for which recruitments are to be made and expertiseon scrutinizing the right candidate for the right place and thus providing thefirm with the best suitable candidate(s). Organization need to carefully formtheir selection board so that the most appropriate candidate can be chosen

because any mistake done in assessing the candidate can fail the wholepurpose of selection of new candidates.

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12

6

1

3

0

2

4

6

8

10

12

BHEL NTPC IOC

INDUCTION(WEEKS)

INDUCTION TRAINING PERIOD

Induction is very important part of selection procedure as it provides theselected candidate(s) with important working information about theorganization. It makes the environment and other working conditions morefamiliar and friendly for the selected personnel. Thus the organizationsshould carefully plan an induction training programs for their newly

selected candidates; it may vary in time period on different basis. The abovediagram shows that BHEL pays a lot of emphasis on the induction trainingof candidates and has a training period of one year. NTPC has a two leveltraining, a 6 months training for the E1 level executives and a 1monthtraining for E2 level executives as shown by the red bar. Hence inductiontraining as required by the post of new recruit is imparted. IOC has noclassified training but a common 12 weeks training for all new recruits.

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CONCLUSION

Recruitments and selection as seen are carried out in all three organizationsand is a very vital part of their human resource (HR) activities. All the three

organizations have their selection procedures, policies and norms whichcome into play every time when selections are conducted.

It is seen that organization prefers big selection boards being cautiousenough that the right and the most appropriate candidate is selected for thevacant post with valuable and experienced opinion of various field experts.The board definitely consists of Personnel Heads and CMDs. It is alsoseen that firms keep specially appointed members for selection of SC/STreserved seats.

The pre-requisite of selection procedure is planning ofbudgets according towhich various other aspects are decided.

The other common feature in all the three PSUs is that all useAdvertisements, campus recruitment and personnel

consultants/agencies for recruitment. In addition IOC also consider websiteas a source of recruitment.In internal sources firms uses Promotion, Transfer and Deputedemployees for recruitment, it should be noticed that none of the three firm

uses Employee referrals as a source so that selection can be kept asunbiased as possible. In IOC Fresh blood are invited for the lowestgrade only i.e. grade A and for higher posts personnel are placed

internally.

To know the real caliber of the candidate the organizations follow thepractice of taking tests and specially WRITTEN TESTS. This shows theincreasing trend of testing not only the knowledge of the candidate buthis/her ability to express and spontaneity of the applicant.

Induction training is becoming an integral part of the selection procedurewith organization paying adequate or large time of selection process oninduction. To make it more effective NTPC has divided its executiverecruits into two groups i.e. E1 and E2 through which selected candidatescan be familiarized to their work groups more efficiently.

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Whereas BHEL and IOC provide the recruits with common induction, withBHEL training its members as long as one year proving that what a vitalrole induction plays in the success of whole process.

In all it can be analyzed that RECRUITMENT and SELECTION are

very meticulous processes and require expertise to perform them.

Nowadays organizations especially PSUs who are receiving hefty

competition from private sector have to tap upon the best possible work

force available in the market in least cost possible and to perform this

task they practice a detailed recruitment and selection process.

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SUGGESTIONS

All the three organization should consider more sources of recruitment as itwill broaden their choice group and facilitate selection for e.g. Field trips,

unsolicited applicants.

Unlike BHEL both IOC and NTPC do not consider deputed employees as asource of recruitment which can prove a very important source as cost overinduction can be curbed in such an case

As done by NTPC both BHEL and IOC should also categorize theirexecutives into different groups so that more appropriate and concerningtraining could be imparted to the candidates.

Like NTPC the other two organizations can also employee Experts in theselection committee for selection purpose.

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ANNEXUIRE

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BLANK QUESTIONNAIRE

We introduce ourselves as students of Guru Gobind Singh IndraprasthaUniversity. We are working on a project on the Recruitment and Selection

procedure in PSUs. We request you to kindly fill this questionnaire which isa part of our project work.

All the information sought will be used only for academic purposes

and will not be shared with anyone else.

Q1. Does your organization conduct recruitment of executives?Yes/No

Q2. Does your organization have prescribed set of policies and procedures

for recruitment?Yes/No

Q3.Specify the level/posts and the average yearly intake?

Q4. Do you require approval at each level of recruitment?Yes/No

Q5.Who approves the requirements at each level?

Q6.Job specifications at different executive levels where normallyrecruitments are made?

Q7.How is these vacancies filled?Internal sources External sources

Promotions Fresh recruitmentsTransfers Campus recruitmentsEmployee referrals Unsolicited applicantsDeputation Advertisements

Agencies/Consultants

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Q8. If advertisement is a source, which tool is used?National/leading newspapersEmployment newsLocal newspapersInternet

Q9. Whom do you give preference while recruitment?

Q10. Is recruitment based only on merit?Yes/No

Q11. What reservations or quotas are kept in mind while recruitment?

Q12.Does your organization conduct employment tests while recruiting

executives?Yes/No

Q13. Please specify.

Particulars Criteria/Parameters Duration

Q14.What is the constitution of selection board for the executive cadre atyour organization?

Q15.Does your organization conduct the medical examination of therecruits?

Q16.Does your organization checks the references provided by the recruits?

Q17.Do you provide induction training to new recruits?Yes/No

Q18.What is the duration of training at various levels?

Q19.Does your organization plan a recruitment budget?Yes/No

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APPENDICES

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BIBLIOGRAPHY

COMPANY MANNUALS

HUMAN RESOURCE MANAGEMENTTRIPATHY

PERSONAL MANAGEMENT MANNUAL1983-84 EDITIONS

PRINCIPLES& FUNCTIONS OF MANAGEMENTDINKAR PAGARE

Sultan chand & sons

FUNCTIONAL MANAGEMENTDINKAR PAGARE

Sultan chand & sons

WEBSITES REFFERED

www.bhel.orgwww.ntpc.co.inwww.indianoilcorp.com

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